We are discussing in various threads a series of issues related to capacity, and to the need to refactor our processes to better handle our current size. While I’m catching up on everything as I come back from vacation, I thought it useful to recap here the current and next steps. This helps me to think about it, and check whether I’m missing anything - tell me if I do.
First, on the root issue of capacity, the recruitment managers and the recruitment process seem to produce a good stream of newcomers currently. We have had 6 newcomers added over the last month, though we’ll still need to see how many core team confirmation they turn into. In the meantime, we have paused accepting new projects.
There is also an overhead issue with our current processes - so we are doing a spring clean to lean and refactor them.
- We’ll review the information that will come out of the survey @Ali has put out at Team Survey - Pain Points
- I’ll put a task in the upcoming sprint for the whole team to decide on the simplifications for the main pain points
- @tikr and I will work out his project manager tasks for the upcoming sprint, including one to make proposals on process simplification - @tikr how much time can you dedicate to these tasks in the upcoming sprint?
- Given the size of the work and the urgency, it will have to be a team effort – but since it’s one with an immediate return we all have to benefit from, it should hopefully work out? This could help implementing @tikr ideas on simplification, including the potential merge of the epic & sustainability manager roles. I’ll also take one of the simplification tasks, along with anyone else willing to help.
=> Discussion about overhead & mention of spring clean
Talking about project management, we have an issue in some cases of not having enough people to handle all the roles. It’s important that the cell management roles remain voluntary, it can easily be very draining to do something we’re not interested in.
- I’ve suggested experimenting with adding dedicated project managers, who would be able to take on some of those roles when necessary, and be delegated project management work to. They wouldn’t be cell leads, but could take on some of the cell management roles when nobody from the cell would want to take one – they would just only take one at a time.
Defining this would be part of the role definition work @tikr would do, with the goal of producing a role definition we can recruit for: if the test is positive based the on the experience with @tikr fulfilling it, we’ll then recruit to add more project managers to the team, available to the cells to fill roles.
Cell merge of Serenity and Falcon? See the discussion started by @jill at https://forum.opencraft.com/t/cell-merge-serenity-falcon/1132
Issue with cross cell epics and sustainability planning. (Serenity had capacity to do some internal work, but no sustainability % to take it on. Falcon had sustainability to spare, but no capacity.) We need a solution for this, which is represented in our policies, and preferably in our tools.
At a high level, anything else we need to take care of first? And how?